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Developing Professional Tax Administrators for the Future Leadership Development
Program Outline
2012 Federation of Tax Administrators Annual Meeting 1
Christopher Kolb, CPA Facilitator, Leadership Development Program
Comptroller of Maryland
RLDP Orientation – Setting the Stage • Opening remarks by RAD’s Director. • Provided the basic premises and
features of the course were introduced. • Reviewed the agenda of the course. • Discussed the focus areas of the course.
I. RLDP - Introduction
2
II. RAD Leadership Competencies
Module A: Leadership Core Responsibility
Module B: Employee Satisfaction Core Responsibility
Module C: Customer Satisfaction Core Responsibility
Module D: Business Results Core Responsibility
3
III. Section-Specific Mobile Lesson: Who Are We?
Module 1: Focus on RAD
Module 2: Taxpayer Accounting Section
4
III. Section-Specific Mobile Lesson: Who Are We?
Module 3: Taxpayer Service Section
Module 4: Returns Processing Section
5
Focus on making the transition to a leadership role.
Understand the differences between Management and Leadership.
Examine the meaning of Management and Leadership within RAD.
Identify common challenges faced by new leaders and strategies to handle them.
IV. Stepping Into Leadership
6
V. Tuning In
Emphasize the manager’s role and responsibly to communicate.
Understand how their preferences and styles impacts communications.
7
V. Tuning In
Learn practical tools for communication; • Active listening • Giving and receiving
feedbacks • Effective presentation
8
Increase the understanding of diversity related issues and their responsibility for leading a diverse workforce.
Enhance the self-awareness of how individual beliefs, values and viewpoints affect others in the workforce.
VI. Getting Below the Surface
9
Increase the understanding of the ethical principles
Examine how to handles situations that are not clear cut whether “right” or “wrong.”
Learn the way to provide useful feedback to their directors.
VII. Doing the Right Thing
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VIII. Coaching for Success
Enhance the understanding of coaching and the role of a coach.
Discuss manager’s role and responsibility for coaching.
11
VIII. Coaching for Success
Learn the characteristics of effective coaches and how to practically apply a coaching model.
12
Gain skills to lead effective meetings. • Recognize the importance of leading effective
meetings for: • Information Sharing, • Planning • Decision-making, • Problem Solving, • Improving employee engagement and morale.
IX. Getting the Most Out of Meetings.
13
Emphasize the importance of Process Management / Process Analysis in leading a work unit. • The Balanced Measurement System • Strategic goals.
X. Leading Quality Process Improvement
14
XI. Changing Times
Highlight the impacts of changes and transition on employees and on RAD.
Learn how to evaluate organizational changes. 15
XI. Changing Times
Examine the way to facilitate the transition process.
16
Target on how to help themselves and their employees balance work life and home life.
Define stress and identify key sources of stress (stressors).
Examine the impact of stress on their life and figure out the ways of coping with them.
XII. Balancing Your Life
17
XIII. The Low Down From the Higher Ups
Offer an opportunity in a discussion with RAD’s top management by providing a panel of RAD’s Director, Deputy Director and Assistant Directors.
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XIII. The Low Down From the Higher Ups
Encourage open dialogue on leadership and current issues in RAD.
19
Focus on how to plan time and schedule work.
Apply Stephen Covey’s “Time Management Matrix” to learn day-to-day time management techniques.
Practice leadership styles in previous lessons and apply for decision-making and problem solving.
XIV. 168 Hours
20
XV. Building Engaged Workgroups and Teams
Explore the concept of building workgroups and teams and ways to create a positive work environment.
21
XV. Building Engaged Workgroups and Teams
Identify : 1) Characteristics of an
ideal work environment,
2) Leader and follower behaviors,
3) Step to building an effective team, and
4) Building trust.
22
XVI. SkillSoft Course Assingments
XVII. Reading Assignments
Final Assignments Provide a presentation to demonstrate what they have learned as a team
23
Developing Professional Tax Administrators for the Future Leadership Development
Program
2012 Federation of Tax Administrators Annual Meeting 1
Rhea Reed, Esq., CPA Director, Revenue Administration Division
Comptroller of Maryland
The Comptroller of Maryland’s Revenue Administration Division launched an 18-month leadership development program in June 2009.
It was designed to develop and enhance skills of employees as potential section managers in the near future.
The success of this program allowed the Comptroller of Maryland to expand training initiatives.
Introduction
2
Designed for Assistant Section Managers and highly-motivated RAD employees
Consisted of 25 employees Team-based training program Comprised of online coursework, research
projects, reading assignments, presentations, and classroom discussion
Assigned Senior Fellows to perform as team leaders as well as mentors for Junior Fellows
Nature of Program
3
At the time RLDP was being planned, 92% of the Comptroller of Maryland’s top management would be eligible for retirement within the next 5 years.
The Deputy Comptroller tasked the senior managers of RAD to develop a succession plan to address this situation.
Background of Program
4
To recruit, identify, and develop high-potential employees who would be the management team of the future
To grow a well-trained, professional, empowered management team
To cultivate an agile, flexible, workforce, capable of responding quickly to daily changes in processing requirements and backlogs
Purposes of Program
5
To provide rotational assignment opportunities in order to expand managers’ and employees’ knowledge of the overall operations of RAD and encourage cross-sectional cooperation
To encourage evaluation of RAD’s operational processes and suggestions for increasing the efficiency and effectiveness of operations
Purposes of Program
6
Two-week “Front-Line Manager Course” • Managerial and Leadership Skills - based
on the IRS training course material • Operational skills specific to RAD
SkillSoft Course • Expanded learning opportunities • CPE
Contents of Program
7
Team projects led by Senior Fellows Six-month rotations into different sections of
RAD Four-hour monthly classroom discussions Guest speakers from other COM divisions
and outside COM • The Naval Academy’s Ethics Department • Roundtable discussions with senior management
Structure of Program
8
An inter-Sectional employee network Intranet used for training Courses centered on organizational unit
functions Required readings and book reviews Rotational job assignments Regular meetings with the Deputy Director Round-table discussion with RAD Directors
Innovative Features
9
Revitalized Workforce More “Agile” Employees Career Advancement Opportunities Increased Use of Online Training Enhancements in of Use of SkillSoft College Course Offerings Expanded Leadership Development
Program
Impact of Program
10
Cost Effective – inexpensive compared to formal/commercial training program
Focus on leadership and management training
Cross-training opportunities More engaged workforce Provided better inter-sectional
understanding, cooperation and networking
SWOT ANALYSIS Strengths
11
Challenging adjustment period as employees were rotated to different positions; frequent upheaval
Created anxiety among some nonparticipants Not well-funded Limited rotational choices for some professionals,
such as CPAs Requires an 18-month commitment from
participants State personnel regulations = constraints!
SWOT ANALYSIS Weaknesses
12
Identified future leaders Created a pool of future section
managers Promotional opportunities for employees Provided a spotlight for participants to
demonstrate their skills and abilities
SWOT ANALYSIS Opportunities
13
Trained leaders may leave for other agencies
Non-participants may exhibit resentment when participants are promoted, especially when participant has less seniority
Training may not be successful for all individuals, but expectations are created
SWOT ANALYSIS Threats
14
RLDP is a compelling, cost-effective management and leadership training program.
RLDP generated enthusiasm among the participants as they gained career-focused knowledge and skills.
RLDP increased tax knowledge and awareness of management/leadership theory and strategies.
Conclusion
15
The RLDP Program Established the idea that future promotion would be the result of demonstrated skills and achievements, high-performance as well as management and leadership potentials. Gave the opportunity to provide leadership and management training prior to placement in a supervisory role.
Conclusion
16